Getting Started with Data-Driven

Decision Making: A Workbook

JANUARY 2 13

An NTEN Workbook prepared by

www.nten.org | 1020 SW Taylor Street | Suite 800 | Portland, Oregon 97205 | p: 415.397.9000 | f: 415.814.4056
Introduction

Over the last few years, NTEN has been working with nonprofits to understand how to better wrangle all the
data they’re creating and that’s available to them into improved results—more mission impact. In 2010, we
organized an online workshop we affectionately titled “Taming the Data Monster.” That workshop focused on
the data and “story” side of the equation: how to translate the data you have into a snapshot of the work you
are doing today (and yesterday). The workshop was designed for the Communications and IT Staff who have
the task of collecting and distributing data in effective and meaningful ways. But what about the steps an
organization has to take before collecting or analyzing the data? How do we determine which data matters in the
first place, and how that data will impact the direction of our work?
In 2012, NTEN was able to survey a sample of US nonprofits to find out how they were doing when it comes to
being data-driven: were they collecting data and tracking metrics? Were they finding that data useful for making
organizational decisions? With the financial support of Google and the research expertise of Idealware, we
published the 2012 State of Nonprofit Data report which indicated that nonprofits weren’t having success with
those strategic steps in the equation: almost all nonprofits were collecting and tracking some type of metrics,
but only a small fraction were finding that data useful for making decisions that impacted their programmatic
work. Clearly, there was a disconnect between the tactical work of collecting and tracking data and the strategic
work of defining and using the data for the organization’s mission.
With this workbook, we hope to provide nonprofit leaders with a set of worksheets that will help guide thinking
and planning around more effective data strategies.
While these worksheets are part of the strategic process of defining the right questions, metrics, and plans for
effecting data-driven decisions, and this workbook is designed for nonprofit leaders—executive directors, board
members, and other organizational leadership staff who develop strategies and are responsible for making
organizational decisions—it will be helpful to include input and discussion from various staff. For example,
worksheets 4 and 5, especially, could benefit from input from your program, communications, and data or IT
team members.
Overall, we acknowledge that it’s important that your entire team buys-in to the strategy—data collection,
analysis, and reiteration is a cultural shift for many of us, and it’s something that can’t be done once or
intermittently or inconsistently across your organization if we’re going to be more effective. All of this takes
investment of time and resources as well as vision. That’s why this workbook includes worksheets that will help
you think through the “onboarding” and budgeting processes as well.
You may want to go through this workbook separately for various projects or go through it again to re-define
or update your metrics. In any case, we hope you’ll find this workbook helpful for launching or improving data
strategies that will impact your organization’s work.
We’d like to thank Google for providing financial support for this project, and Idealware for helping us produce
this workbook.

Annaliese Hoehling
Publications Director, NTEN

GETTING STARTED WITH DATA-DRIVEN DECISION-MAKING · JANUARY 2013

Table of Contents

Welcome ................................................................................................................................................................ 2
Worksheets
1. Define Your Action Question.................................................................................................................... 3
2. What Does This Question Mean To Your Organization? ............................................................................... 5
3. How Will You Know What the Right Metrics Are? ...................................................................................... 6
4. What Could You Measure? ................................................................................................................................. 7
5. What Data Do You Have? ............................................................................................................................. 9
6. Find The Metrics That Make Sense For You ................................................................................................ 10
7. The Metric Creation Process ............................................................................................................................... 11
8. Define a Process for Using Them to Make Decisions ................................................................................. 12
9. Create an Implementation Action Plan ........................................................................................................ 13
About NTEN and Idealware .................................................................................................................................. 15

PAGE 1 GETTING STARTED WITH DATA-DRIVEN DECISION-MAKING · JANUARY 2013

Welcome

Could you use more help thinking through how to use data to help your organization make decisions? If so,
you’re not alone. Our recent report on how nonprofits are using data showed that although some organizations
are relying heavily on data, a number were doing very little to measure their work.
Measuring may not be as difficult as you suspect. When we talked to experts, they agreed that simply starting
to track a few strategic metrics was a huge step toward a more data-based culture. Once your staff has data that
they can use to make decisions, they will often start to want more. A few, straightforward metrics can start the
snowball to a more broad-based program.
Getting started isn’t a trivial process, however. What metrics will be useful and actionable—but not require a ton
of time to collect and understand? How do you define and communicate data in order for your organization to
make decisions?
This workbook will help you with those questions. If you have a vague idea of what you’d like to measure,
you can start with the first worksheet and proceed in order through the workbook. It will walk you through
the process of choosing and refining initial metrics, defining how you will collect the data, and explaining
how to disseminate that data for decision making. If you’re further down the path than that, feel free to pick
and choose the worksheets that make sense for your needs. You may just want to think about the process for
creating and using your metrics or narrow down a list of metrics that will have the most impact.
As you’re thinking about data-based decision making for your organization, don’t forget the other resources in
this research series. The 2012 State of Nonprofit Data report provides information about what nonprofits are
doing with data and the factors that contribute to (or impede) success. We’ve also gathered ten case studies
outlining how ten different organizations are using data to make decisions. They are available online in NTEN’s
case study section..
Don’t feel overwhelmed by data. The journey to data-based decision making, like any, begins with the first
step. In this case, you can begin with the first worksheet. Once you start defining the metrics that will help your
organization, you may find that it’s easier than you thought.

PAGE 2 GETTING STARTED WITH DATA-DRIVEN DECISION-MAKING · JANUARY 2013

 1. Define Your Action Question

This workbook is designed to help you hone some of the

metrics that will be practical and meaningful for you in a
particular area. To focus your efforts more productively,
start by identifying the general area you want to use Efficiency of a process

this workbook to explore in more detail. Choose an item A specific program

from the box to the right that resonates with you, or
define your own based on a topic your organization has Facebook outreach

been talking about. Staff development

What’s an area you want to explore? Staff recruitment
... Or choose your own
Staff Development

Now define a particular action question within that area. It’s not
going to be easy—your action question must be specific enough to
be measurable and to help you decide how to move forward, but also
important enough to really matter to your organization. Let’s start by
brainstorming. we’re looking for? Try to think of

What are some tactical questions you’d ideally like to be able to

answer in this area that would help your organization improve?

1. How can we improve customer service?

2. How can we improve cross-sells?

3.How can we mold employees into CSR experts? open rate?” is too narrow and it’s not

4.How can we help employees manage stress?

5. How can we prevent turnover?

time we spend on it?” or “How can we

PAGE 3 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

 Let’s drill a little more deeply into those questions. Refer to the questions you defined above by number.

Will the answer Will your actions as Can numbers help Is the question testable?
to this question an organization affect you answer the Can you create a hypothesis
help you improve the answer to this question? about a potential answer,
as an organization? question? and then test it?
Yes/ Why or why Yes/ Why or why Yes/ Why or why Yes/
QUESTION No not? No not? No not? No Why or why not?
YES It improves customer YES Yes, can help mold YES After every call YES We can review points given by caller
satisfaction with them into better Customers are and refer back to calls to asses. Can
organization. customer service asked to rate how be tested by reviewing stats
1. agents. satisfied they are
with the agent
quarterly in conjunction with
training to see if there is
who took their call improvement.
using point scale.
YES Helps promote other YES Further educating YES System YES Can keep track of cross sells
products we have to agents on other automatically quarterly. Compare their stats from
customers. Credit products could help keeps tab of each when they had no knowledge of
cards, lines of credit, make them feel cross-sell made. other products to when we’ve
2. CDs etc. comfortable enough to trained them about other products.
pitch a cross-sell.

YES Being experts means YES
they will have what it
takes to better serve
our customers calls of
3. concern regarding
their accounts.
Addressing strengths YES
and weaknesses and
adding training in their
areas where they come
short could improve
agent’s expertise.
At the end of call YES
customers can rate
agents’ level of
expertise in reason
for their call using
point scale.
Can refer to points given by
customers as well as modules that
measure each agents’ level of
expertise quarterly to see if any
improvements have been made.

YES Prevent employees YES The organization YES can have agents’ YES Review quarterly our affects of
from feeling burn out. assisting in managing complete surveys aiding agents with stress that comes
stress could help anonymously with the job using the anonymous
improve employee about how surveys and see if the percentage of
4. morale and stressed they feel those feeling stressed has
absenteeism. and review the decreased.
percentages.

YES It cost money to train YES Actions could help in YES By keeping track of YES Organization can compare data
new employees who retaining agents. how long yearly to see if their actions of
replace the ones who employees stay addressing causes of turnover has
left. So finding a way with organization. improved agents’ tenure.
5. to keep employees
from leaving could be
good for org.

Think through the answers you gave above. For one or more of the questions, were you able to answer “Yes” in
all of the boxes? If so, pick one of those questions to explore with this workbook, or combine multiple questions
together to define one overarching question. (Note that if you combine multiple questions into one, you might
want to plug it into the table above to make sure it fits all the criteria.)
Write your question here:
How can we improve customer service?

Did you answer “No” to at least one of the criteria for all of your questions in the table above? If so, those
questions will be difficult to answer using metrics. Brainstorm some other questions that are important but
also measurable to get to a place where you can define an action question that will be the framework for the
remainder of this workbook.

PAGE 4 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

2. What Does This Question Mean To Your
Organization?

What would different people in your organization want to know about this question in
terms of how it affects their own jobs? How much does each care about the information
at all? It’s likely that there are a number of different perspectives about it. Not sure what
people would like to know? Ask them...
In the mock organization chart below, do two things:
• In the small box in the upper left, define how important the information would be to each type of role in
your organization (High, Medium, or Low).
• In the larger space in each box, list some of the key pieces of information that a person in that role in
particular might be interested in seeing. Don’t worry about what’s possible or practical just yet, simply
brainstorm what they’d ideally like to see.

FOR EXAMPLE high Board High high Other

High
Financial gains -is org on right path Stakeholder what
• Summary of to generate more they have to gain and
attendance numbers profits lose
• High level
demographics

med Other high Other High med Marketing

-quality control
would want to know
if they are catching
the right things
needing attention
Directors
Team manager and -Accounts being -Marketing will want
supervisors want to opened to know where stats
know if their agents -customers closing are in terms of
are performing as accounts keeping and
they should. -complaints acquiring customers

Other med High med Other

Agents want to see if

they get bonus, more
hours, shifts they
want.

Now that you’ve thought that through, do a reality check: Do other people care about this question too?
If you’re the only person who really cares, is it an important question for your organization?

PAGE 5 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

 3. How Will You Know What the Right Metrics are?

Soon we’ll define metrics to help you answer your question. Metrics provide a numerical
yardstick to help you determine whether your efforts are making a difference—and if so,
in what direction. Before we go too far down that road, think through how you’ll judge
whether the metrics will actually help you define what you really want to know.
There are different ways to think about this. Pick one of the questions below that seems
to make the most sense in the context of your overall action question and write a brief
description of what success will look like in this process.

1. What specific decisions do you want to be able to make based on the answer to your question?
I would like help employees become strong customer service agents by making the necessary changes to achieve this goal.

2. ...OR What things will you need to understand in order to feel you have real knowledge to address your
question?
What areas are agents falling short to provide them will the tools necessary to improve and serve better customer service.

3. ...OR Will any answer to your question feel like success, or will you need to achieve a specific result to feel
successful?

PAGE 6 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

4. What Could You Measure?

There are a lot of different things you could measure for any given thing. Brainstorm the
different actions you could take that might have an impact on your overall question and
the metrics you could use to measure it. A metric is a number—often either a count or a
percentage—that measures your success in an area.
1. WHAT ACTIONS COULD YOU TAKE THAT WOULD HAVE AN IMPACT ON YOUR ACTION QUESTION?
Do you have the If you were to To what extent Now sum
ability to affect the measure this, would seeing a To what extent would up the last
What metric measurement? Is how many measurement your org’s actions three columns
Action could you use to quickly result in a
it something you people in your for this help you to create a
measure this? could change through organization improve your change to the Usefulness
your actions? would care? organization? measurement? Score

For instance, # 1= Very hard to

1= Almost No One 1= Only slightly see change
participants, % Answer Yes or No. 5= The Whole 5= Completely 5= Actions visibly
satisfaction, # units Organization transformed change metric almost
provided. immediately
Retrieve call Length of time yes 4 5 4 13
times
Review dead Length of dead yes 5 5 3 13
air air
identify reason for Number of times yes 5 4 4 13
supervisor
its happened
Gather data on Point system yes 5 5 4 14
customer service

2. WHAT ACTIONS COULD YOUR CONSTITUENTS TAKE THAT WOULD AFFECT YOUR ACTION QUESTION?
Do you have the If you were to To what extent Now sum
ability to affect the measure this, would seeing a To what extent would up the last
What metric measurement? Is how many measurement your org’s actions three columns
Action could you use to quickly result in a
it something you people in your for this help you to create a
measure this? could change through organization improve your change to the Usefulness
your actions? would care? organization? measurement? Score

For instance, # 1= Very hard to

1= Almost No One 1= Only slightly see change
participants, %
satisfaction, # units Answer Yes or No. 5= The Whole 5= Completely 5= Actions visibly
provided. Organization transformed change metric almost
immediately
Getting agents Percentages yes 4 4 4 12
call stats
Analyzing complaints Satisfaction yes 5 5 5 15

Comparing percentages yes 3 4 4 11

agents stats
Retrieving Percentages yes 3 4 4 11
team stats

PAGE 7 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

 3. WHAT ACTIONS COULD OTHER PEOPLE TAKE THAT WOULD AFFECT YOUR ACTION QUESTION EVEN
IF THEY AREN’T IMMEDIATELY ASSOCIATED WITH YOUR ORGANIZATION?
Do you have the If you were to To what extent Now sum
ability to affect the measure this, would seeing a To what extent would up the last
What metric could measurement? Is it how many measurement your org’s actions three columns
Action you use to measure quickly result in a
something you people in your for this help you to create a
this? could change through organization improve your change to the Usefulness
your actions? would care? organization? measurement? Score

1= Very hard to
For instance, # 1= Almost No One 1= Only slightly
participants, % see change
Answer Yes or No. 5= The Whole 5= Completely 5= Actions visibly
satisfaction, # units Organization transformed
provided. change metric almost
immediately
Customer satisfaction yes 5 5 5 15
survey
Customer point Points given yes 4 5 5 14
scales

Draw a line through anything in the table above that you said in the third column you didn’t have control over.
Here you should be focused on being able to measure and improve your own actions, so measurement of
external factors is less relevant.
For the rest of the rows, based on which have the highest total score in the righthand column and your gut
reaction to how well the total score reflects reality, choose six that seem promising for exploring your action
question. For each, copy the metric, from the second column, and the overall sum for that row into into the
table below.

Metric Sum (Usefulness Score)

Collect data provided by customer surveys. 15

Analyze complaints made by customers. 15

Look at points scored by agents after calls. 14

Identify why customer ask to speak to supervisor. 13

Retrieve average length of time per call. 13

Review dead air. 13

PAGE 8 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

5. What Data Do You Have?

The next step in this process is to identify the data sources for the metrics you’ve said
you’d like to track (if you can’t collect the data, then you won’t be able to track that
metric). For each of the six metrics you defined on the previous page, think through the
data you have that relates.
Metric (from What related What related data What additional What related data Looking across what you’ve
previous data is currently is automatically relevant data about could you get from written for each column,
worksheet). manually entered tracked by a system? actions, perceptions, other organizations or score the overall ease of
into a system? or processes could public sources? collecting data
your staff collect that to get this metric.
they aren’t currently
collecting? 1= Would require vast new
investment
10= We already have it
Collect data Complaints, agents Points, dead air , Are complaints Ways to improve 10
-satisfaction attempt to resolve call time about agent or customer service
-point system problem organization?

Analyze Agents attempt to Customer filing What are the What customers 8
complaints deescalate call and complaint majority of complain most
- provide customer complaints about about call center
dissatisfaction with more as a whole bank agents
information
Look at points Management Points given by How reliable is the What do customers 10
scored notating points customer point system usually score bank
collected by agents agents
-numbers

Identify Notation of Call transferred to Does customer call Research reasons 7

reason for sup supervisor having supervisor in to completely customer resort to
calls to take call bypass agent for asking for
-numbers supervisor supervisor during
call
Retrieve QC alerting Length of call Was there a need Research what time 8
average length management that for more time in is needed to
per call agent calls are too particular calls address customers
- long
time/numbers
Review dead Having to screen Holds made Was the system Research why 4
air during call calls and notate down or running agents pause
-time, dead air slow affecting dead during calls
numbers air

PAGE 9 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

6. Find The Metrics That Make Sense For You

You’ve rated the usefulness of each metric (in Worksheet Four), and the difficulty of
getting the data (in Worksheet Five). Now plot each metric using those two scores.
15

14

13

12

11

10

9
USEFULNESS

0 1 2 3 4 5 6 7 8 9 10
EASE OF COLLECTING DATA

It likely makes sense to start with the metric that is closest to the top and If your metric had a sum of 6
right of the plot. Choose one metric (or a small number) that will provide
you the biggest bang for the buck. As you grow comfortable with that
metric, you may want to add more that also seem useful into the mix.
What metric will you start with?
Collect data provided by customer surveys

PAGE 10 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

7. The Metric Creation Process

Even if the data is readily at hand, the metrics won’t create and distribute themselves.
It’s important to map out the flow of how the data will become an accurate metric—both
to make sure you’ve thought it through, and to acknowledge the actual work that will be
required from your staff to ensure success. Think through this process for your metric.

Who creates the

metric from the data?
system? Organizational leaders,
Automatically after each quality control,
call and when calls are managers, supervisors.
being reviewed by
quality control.

Who distributes it?

Quality control,
managers
entered?

Who’s in charge of this whole process?

Mainly Management with the help of quality control.

How will you spot-check to ensure the metric accurately reflects reality?
Listen and screen calls that have raised concerns to make sure customer’s complaints aren’t made out of malice because heshe
didn’t get a refund or what they wanted that was against policy and procedures.

PAGE 11 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

8. Define A Process for Using Them to Make Decisions

You not only need a process for creating your metrics—you need a process to actually use
them. This is one of the most critical steps. If a metric measures in a forest with no one
around to hear it, it does not make a sound...

will you plan to

How frequently will you check in on whether the metrics themselves are an effective way to measure what you’re trying
to measure?
Quarterly

PAGE 12 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

 9. Create an Implementation Action Plan

Congratulations! You’ve defined a strategy to create and use metrics to measure a

core question for your organization. But a strategy is one thing, and implementation is
another—to speed you on your way to a successful rollout of your metrics, think through
the implementation steps.

People You’ll Need to Get Onboard

Who are the core individuals who will need to buy in? Think through both the official people who need to be
onboard and the other people who might become barriers if they’re not included. List them below. Then think
through the right way to include them in the process: Email? Presentation? Discussion?

Person or Group Method of Including Them

CEO Discussion emails

Project managers presentations

Quality control meetings

Supervisors meetings

Processes You’ll Need to Define

On the previous worksheets, did you define processes for collecting, analyzing, or distributing metrics that need
to be more fully fleshed out? If so, define what they are and how you’ll put more detail around them. Maybe
another meeting? More documentation? A larger project?

Process Method of Defining

Gather all data that is of use in terms of customer service surveys, points, complaints

Analyze what areas agent is falling short. Coaching, screening calls

Consider what tools can be provided to agents to assist in improvement. Workshops, modules, trainings

PAGE 13 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

 Things You’ll Need to Allocate a Budget For
Have you defined a process that involves things that you don’t already have–for example, a survey tool, a bar
code scanner, a new staff member, or maybe a consultant to think it all through? Itemize anything new that
needs to be paid for, and what process you’ll need to go through to select and purchase the product.

Item to Buy Purchase Process

quality control staff members pay in accordance to their level of expertise

Training material compare prices of material

Survey generator shop around for prices

Other Things You’ll Need to Make Happen

Are there other things that need to happen before you can move forward? List them here along with useful
details.

Additional Step Details

Distinguish types of complaints is it about agent or org?

Make sure training goes with issue trying to solve get right tools

Those are your next steps–but they’re probably not in the right order.
Go back through that list and decide what you should do first: Talk to some people? Define a process? Put
a number 1 next to that step. Determine what’s next and put a number 2 next to it. Continue through the whole
list until you have an entire action plan in approximately the correct order.
And then… go start with the first item on your list!

PAGE 14 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013

About NTEN
NTEN, a 501(c)(3) nonprofit, is the membership organization of nonprofit
technology professionals. As a community of nonprofit professionals, we
aspire to a world where nonprofit groups of all types and sizes use technology
strategically and confidently to fulfill their missions. Together, the NTEN community helps members put
technology to work so they can bring about the change they want to see in the world.
NTEN facilitates the exchange of knowledge and information within our community. We connect our members
to each other, provide professional development opportunities, educate our constituency on issues of
technology use in nonprofits, and spearhead groundbreaking research, advocacy, and education on technology
issues affecting our entire community.

About Idealware
Idealware, a 501(c)(3) nonprofit, provides thoroughly researched,
impartial and accessible resources about software to help nonprofits make
smart software decisions. By synthesizing vast amounts of original research into credible and approachable
information, Idealware helps nonprofits make the most of their time and financial resources.
Idealware specializes in combining traditional research techniques like interviews and surveys with software-
selection methodologies—like detailed ratings of software tools against a rubric—to generate important new
knowledge on affordable budgets. We then package our findings into approachable reports, articles, and
trainings that help nonprofits make the on-the-ground decisions important to them.

PAGE 15 NONPROFIT DATA DECISION-MAKING WORKBOOK • JANUARY 2013